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Summary

Negotiation is a critical skill needed for effective management. NEGOTIATION: READINGS EXERCISES, AND CASES, 3/e explores the major concepts and theories of the psychology of bargaining and negotiation, and the dynamics of interpersonal and intergroup conflict and its resolution. It is relevant to a broad spectrum of management students, not only human resource management or industrial relations candidates.

Author Biography

Roy J. Lewicki is the Dean's Distinguished Teaching Professor at the Max M. Fisher College of Business, The Ohio State University. He has authored or edited 22 books, as well as numerous research articles. Professor Lewicki received the first David Bradford Outstanding Educator award from the Organizational Behavior Teaching Society for his contributions to the field of teaching in negotiation and dispute resolution; he has won several teaching awards at The Ohio State University. David M. Saunders is associate dean--masters programs and director of the MBA Program at McGill University in Montreal, Canada, where he is also an associate professor--organization behavior and human resource management. Dr. Saunders has coauthored four books on negotiation and has published articles in many professional journals. He also codeveloped the McGill Negotiation Simulator, a computer-based interactive video simulation of negotiation. John W. Minton is the Jefferson-Pilot Professor of Management at Pfeiffer University in Misenheimer and Charlotte, North Carolina. He has been a visiting assistant professor at Duke University and an assistant and associate professor at Appalachian State University. Dr. Minton has served as a volunteer mediator and arbitrator, and is president of Havatar Associates, Inc., a management consultation, education, and coaching firm.

Table of Contents

Section One: The Nature of Negotiation

1

(50)

1.1 Managing Conflict

6

(8)

Leonard Greenhalgh

1.2 Strategic Choice

14

(18)

Dean Pruitt

Jeffrey Z. Rubin

1.3 Consider Both Relationships and Substance When Negotiating Strategically

32

(19)

Grant T. Savage

John D. Blair

Ritch L. Sorenson

Section Two: Prenegotiation Planning

51

(28)

2.1 How to Plan the Strategies

54

(6)

Robert Kuhn

2.2 Preparing for Negotiations

60

(8)

Bill Scott

2.3 Framing and Reframing

68

(11)

Deborah Tannen

Section Three: Strategy and Tactics of Distributive Bargaining

79

(30)

3.1 Winning at the Sport of Negotiation

81

(6)

Kathy Aaronson

3.2 Negotiation Techniques

87

(10)

Charles B. Craver

3.3 Secrets of Power Negotiating

97

(12)

Roger Dawson

Section Four: Strategy and Tactics of Integrative Negotiating

109

(38)

4.1 Collaboration: The Constructive Management of Differences

111

(16)

Barbara Gray

4.2 Step into My Parlor: A Survey of Strategies and Techniques for Effective Negotiation

127

(9)

Terry Anderson

4.3 Some Wise and Mistaken Assumptions about Conflict and Negotiation

136

(11)

Jeffrey Z. Rubin

Section Five: Communication and Cognitive Biases

147

(30)

5.1 Negotiating Rationally: The Power and Impact of the Negotiator's Frame

149

(11)

Margaret A. Neale

Max H. Bazerman

5.2 The Power of Talk: Who Gets Heard and Why

160

(14)

Deborah Tannen

5.3 Communication Freezers

174

(3)

Mary E. Tramel

Helen Reynolds

Section Six: Finding Negotiation Leverage

177

(48)

6.1 The Nature of Power

180

(13)

Kenneth Boulding

6.2 Influence without Authority: The Use of Alliances, Reciprocity, and Exchange to Accomplish Work

193

(11)

Allan R. Cohen

David L. Bradford

6.3 How to Become an Influential Manager

204

(16)

Bernard Keys

Thomas Case

6.4 How to Get Clout

220

(5)

Dr. Joyce Brothers

Section Seven: Ethics in Negotiation

225

(44)

7.1 The Ethics and Profitability of Bluffing in Business

228

(6)

Richard E. Wokutch

Thomas L. Carson

7.2 Shrewd Bargaining on the Moral Frontier: Toward a Theory of Morality in Practice

234

(25)

J. Gregory Dees

Peter C. Cramton

7.3 Deception and Mutual Gains Bargaining: Are They Mutually Exclusive?

259

(10)

Raymond A. Friedman

Debra L. Shapiro

Section Eight: Social Context

269

(42)

8.1 When Should We Use Agents? Direct versus Representative Negotiation